At Blue Origin, we aim to become the world's most decisive company, quickly taking appropriate technology risks and making bold decisions.

Returning as CEO was a crucial moment for me because I had the moral authority to define the company's direction and the community's role.

Space is big, and there's room for multiple successful companies; I want Blue Origin and SpaceX to thrive, along with many others in the industry.

The strategy proposed by the board after my resignation was to have David step in as CEO temporarily, but I felt that a clean break was necessary. I didn't intend to start another company in the HR space at first, but it became clear that David was not making Zenefits work and was driving the company into the ground.

I was forced out as CEO after a period of rapid growth, which was influenced by market changes and compliance issues that made investors nervous. David, the CEO, focused on attacking me for six months, which ultimately drove the company into the ground.

I gave my co-founder the chance to be CEO at Posterous, but I realized I had the potential to be a visionary CEO myself.

As CEO, I've transitioned from being a micromanager to learning to delegate, focusing on being a culture carrier and making tough philosophical decisions.

I realized that as a CEO, I can define what my role should be at Superhuman. I hired a great president, reducing my direct reports from eight to two, which allowed me to spend 60% to 70% of my time on product, design, and marketing.

Brian Chesky emphasized the importance of finding ways to navigate and reduce the bureaucracy that can hinder a founder's involvement in their company.